Mukul Tyagi

A meticulous finance expert with 17 years of diverse experience spanning commercial and consulting industry, specializing in financial planning & analysis, strategic decision-making, and spearheading transformation initiatives. As a Finance Business Partner, I have collaborated closely with CXOs and business functions, leveraging strong analytical skills to deliver strategic insights that drive informed decision-making. Through my engagement with business leaders, I have cultivated strong business acumen, actively contributing to key initiatives that provide analytical support and enhance operational effectiveness.

Associate Director at Ernst & Young (2021-12 – Present)

As a trusted advisor, I focus on driving the CFO agenda of transforming the FP&A function to be the propeller of business growth, and delivering data-driven insights to support decision-making through technology integration

• Project management: delivering engagements on time, ensuring quality of deliverables, stakeholder management and managing engagement economics.
• Leading the RFP responses and drafting the proposals for submissions
• GTM strategy design including organizing events, vendor management and pipeline creation
• Responsible for managing & performance appraisal of a team of Associates and Consultants
• Led multiple FP&A transformation & EPM projects for Singapore based organizations in Asset management, Real Estate and Telecom sectors
• Developed a structured evaluation framework in collaboration with the client's IT team to assess and select the most suitable technologies for their Finance and Investment Strategy teams
• Creating and re-designing the Planning, forecasting processes and workflows as per best practices to reduce the overall Budgeting cycle from 6 months to 3 months
• Standardization and Harmonization of Investment planning process and financial models across countries and business units
• Driving Cost efficiencies by various initiatives around people, process and technology, building business case for management approval
• Identified and prioritized 100+ key business drivers from 300+ as part of the data infrastructure strategy
• Re-defining the cost allocation methodology from a complex non traceable approach to simplified traceable allocation strategy
• Defining new KPIs as per the future business strategy and mapping the data source and defining calculations logics
• EPM functional design: Creating mock templates, process workflows and data flows as part of the implementation design process

Senior Manager – FP&A at MetLife (2015-12 – 2021-11)

Led Strategy & FP&A for Global Technology and Operations at MetLife. Spearheading the full gamut of FP&A activities including annual budgeting, monthly rolling forecast & management reporting for India operations having captive revenue base of USD 100M

• Financial Planning, Budgeting & Forecasting: Responsible for driver-based budgeting & 3 years monthly rolling forecasts for Indian legal entities
• Business Partnering & Reporting: Determine, maintain, and understand the KPIs and business drivers. Detailed analysis of monthly/Quarterly results and providing actionable insights to the BU heads and support functions. Preparing presentations for executive committee to be included in reviews
• Pricing & billing: Maintained the competitive pricing for internal stakeholders with an YoY increase of 1-3 % vs. inflation of 6-7% by driving various cost saving initiatives by partnering with business & support functions.
• Strategic initiatives: Developing business cases for new Global Capability Centers set-up, build bottoms up budgets from scratch in collaboration with business and support functions. Responsible for tracking & reporting run rate saves for mgmt. insight and decisioning
• Tech Implementations: Migration of Hyperion On-prem to EPBCS for Planning & forecasting activities. Qlikview implementation for reporting and dashboarding.

Manager – FP&A at HSBC (2012-06 – 2015-12)

Managed financial planning & analysis for Global Private Banking business with USD 3bn Revenue and PBT of USD 1bn

• Leading the Annual Operating Plan and quarterly forecasting exercise
• Accountable for Flash / Business Performance Report / Cost & Headcount Reporting for the Group Private Banking Business
• Variance & business analysis through deep dive of various business drivers for management reporting
• Product profitability analysis, AUM movement analysis, Net new money analysis
• Supporting on various strategic projects like Growth Initiatives & Market Committee
• Assisting in MI simplification project for standardization and automation through IBM TM1 implementation.

Senior Executive – Management Accounting at Aircel (Maxis Group Malaysia subsidiary) (2009-06 – 2012-06)

• Preparing Annual Operations Plan (Budget) covering Aircel's GSM Network operations, NLD, ILD and Enterprise Division in coordination with various functions like network, HR, Sales, and Marketing.
• Responsible for analyzing customer acquisition cost, marketing, sales spend and channel efficiency to drive strategic decision-making and optimize sales performance.
• Leveraged My SQL and MS ACCESS for subscriber analysis, Product analysis, Channel efficiency analysis, and Pareto analysis.
• Building Capex business case models for new sites, cabinet expansions and other expenses for approvals
• Setting up requirements for BI Reporting, performing UAT and raising defects

MBA in Finance – Pune University

Bachelors in Commerce – Pune University